OUR STRATEGY

Performance against Strategy

OUR STRATEGY

Performance against Strategy

ADMINISTRATIVE RIGOUR

Aspiration

  • Build administrative rigor in all processes

Strategic Priorities

  • Manage bad debts rigorously by enhancing debt collections tactics

FY22 Highlights

  • Improved provision for expected credit losses as a % of revenue
  • Increased net cash reserves
  • All BCP plans signed off (live tested and successful)

Contribution to Long-term Sustainable Value

Related Material
Matters

  • Future changing world
  • Financial and organisational sustainability

ADMINISTRATIVE RIGOUR

Aspiration

  • Build administrative rigor in all processes

Strategic Priorities

  • Manage bad debts rigorously by enhancing debt collections tactics

FY22 Highlights

  • Improved provision for expected credit losses as a % of revenue
  • Increased net cash reserves
  • All BCP plans signed off (live tested and successful)

Contribution to Long-term Sustainable Value

Related Material
Matters

  • Future changing world
  • Financial and organisational sustainability

Reflecting on our performance against the 2021/2022 Scorecard and how we added value

Target achieved/exceeded New initiative on track against current plan (no concerns Improvements YOY No Concerns yet Below Target

Reflecting on our performance against the 2021/2022 Scorecard and how we added value

Target achieved/exceeded New initiative on track against current plan (no concerns Improvements YOY No Concerns yet Below Target

Below, we further unpack the various components of our performance against our iHEALTh strategy

Key Measured Initiatives

Below, we further unpack the various components of our performance against our iHEALTh strategy

Key Measured Initiatives

Debtors’ days

  • 140 days

  • 161 days

  • 155 days
  • Increased focus
  • Initiatives for improvement of cash collections
  • Debt management in consultation with DoH, medical aids and RAF

  • <=140 days
  • Approval of an “Order-to-Collect” process improvement project
  • Segment current debtors and strategies to deal with these
  • Increase focus on stakeholder relations at National and Provincial levels

Debtors’ days

  • 140 days

  • 161 days

  • 155 days
  • Increased focus
  • Initiatives for improvement of cash collections
  • Debt management in consultation with DoH, medical aids and RAF

  • <=140 days
  • Approval of an “Order-to-Collect” process improvement project
  • Segment current debtors and strategies to deal with these
  • Increase focus on stakeholder relations at National and Provincial levels

Provision for credit losses as a % of Revenue

  • 6%

  • 2.93%

  • 1.3%

  • <=6%
  • Collections are improved; legacy debt impact continues to impact - takes longer to collect
  • Carefully monitor in deteriorating macro to ensure timely collection of debt and to minimise provisions

Provision for credit losses as a % of Revenue

  • 6%

  • 2.93%

  • 1.3%

  • <=6%
  • Collections are improved; legacy debt impact continues to impact - takes longer to collect
  • Carefully monitor in deteriorating macro to ensure timely collection of debt and to minimise provisions

Gross Revenue as a % to budget

  • 100%

  • 104%

  • 96%

  • 100%

Gross Revenue as a % to budget

  • 100%

  • 104%

  • 96%

  • 100%

Surplus % of Revenue, Overall measure for profitability

  • 1.7% (FY22)

  • 6.6%

  • 4.6%

  • >=1%
  • In FY22 kept fee increases below inflation in line with affordability
  • Expenditure (staff and consumables are at/above inflation)
  • Carefully managed to ensure at least a breakeven

Surplus % of Revenue, Overall measure for profitability

  • 1.7% (FY22)

  • 6.6%

  • 4.6%

  • >=1%
  • In FY22 kept fee increases below inflation in line with affordability
  • Expenditure (staff and consumables are at/above inflation)
  • Carefully managed to ensure at least a breakeven

Availability of critical IT services during agreed operating times

  • 98%

  • 98.4%

  • 98.1%

  • >=98%
  • Ongoing loadshedding remains a concern

Availability of critical IT services during agreed operating times

  • 98%

  • 98.4%

  • 98.1%

  • >=98%
  • Ongoing loadshedding remains a concern

Net cash reserves

  •  R1.6 bn

  • R1.8bn

  • R1.9bn

  • >=R1.5 bn
  • Ensure cash reserves maintained to ensure Business Continuity in case of extended non-payment by debtors
  • Utilise some cash reserves for important projects that require capital expenditure, refurbishments, infrastructure, new equipment etc

Net cash reserves

  •  R1.6 bn

  • R1.8bn

  • R1.9bn

  • >=R1.5 bn
  • Ensure cash reserves maintained to ensure Business Continuity in case of extended non-payment by debtors
  • Utilise some cash reserves for important projects that require capital expenditure, refurbishments, infrastructure, new equipment etc

Business Continuity Management (BCM)

  • Plan 100% complete

  • Phase 1 complete

  • Phase 2 complete
  • All BCP plans signed off
  • 2 successful tests in live situations (riots and floods)

  • Operationalised
  • Test in live environments

Business Continuity Management (BCM)

  • Plan 100% complete

  • Phase 1 complete

  • Phase 2 complete
  • All BCP plans signed off
  • 2 successful tests in live situations (riots and floods)

  • Operationalised
  • Test in live environments

Staff cost as a % of Total Costs

  • 44%

  • 44.55%

  • 39.9%

  • <=44%

Staff cost as a % of Total Costs

  • 44%

  • 44.55%

  • 39.9%

  • <=44%

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  • 1 Constantia Boulevard Constantia Kloof, Roodepoort, 1709
  • (011) 761-9000
  • customerservice@sanbs.org.za

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Ⓒ 2022 - All Rights Are Reserved. SANBS Integrated Report. Created by Joshero (Pty) Ltd.

Head Office

  • 1 Constantia Boulevard Constantia Kloof, Roodepoort, 1709
  • (011) 761-9000
  • customerservice@sanbs.org.za

Main Links

Ⓒ 2022 - All Rights Are Reserved. SANBS Integrated Report. Created by Joshero (Pty) Ltd.